Presentatie van Andre Manning (Philips) gehouden op VPRA Event: Hoe meet je PR nu echt?

1. Planning, Research & Accountability
Andre Manning, Royal Philips
VPRA, Amsterdam, October 31, 2013

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150 communications professionals around the globe
25 communications professionals at HQ Amsterdam
Supported by one agency across the globe
This is excluding marketing communications

10. People don’t
care what
you say
about your
company.
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11. “Now it’s the people
who are taking
control.”
Rupert Murdoch, CEO, News Corp.
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12. Everything Move Faster in Digital Economy

14. Critical success factors
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15. Barcelona 2010 Principles
http://www.instituteforpr.org/2010/06/the-barcelona-declaration-of-research-principles/
1. Importance of Goal Setting and
Measurement :
2. Measuring the Effect on Outcomes is
Preferred to Measuring Outputs
3. The Effect on Business Results Can and
Should Be Measured Where Possible
4. Media Measurement Requires Quantity
and Quality
5. AVEs are not the Value of Public
Relations
6. Social Media Can and Should be
Measured
7. Transparency and Replicability are
Paramount to Sound Measurement
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16. Barcelona Principles and Philips
• We set goals before we measure, before programs launch
– AVEs are not used, Neither are multipliers
• Impressions and clip counts are meaningless numbers on
their own
• Our objective is to show business results from PR
• Social media is treated as simply another channel, not a
strategy unto itself
• Everything we do is transparent and can be done over
again the same way
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17. MEASUREMENT AT PHILIPS
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18. Measurement at Philips
• Communications measurement has never been more important
to demonstrate the success of communications work.
• When I first arrived at my new role I saw putting in place a
comprehensive PR measurement system at Philips as critical.
• At Philips we hold ourselves to a consistent standard through
NPS scores and Key Performance Indicators (KPIs).
• Consistent Measurement is part of the 21st century toolkit of the
communications professional.
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19. AUGUST 2013: OVERVIEW
August ’13
Total # of articles
Total # of impressions
Overall Quality (AMS) (from
-100 to 100)
Net Promoter Score (NPS)*
Message Penetration
(% with 2+ messages)
% Positive tone
*NPS is the conversion of overall quality (AMS) to a Promoter Score.
N/A means no data was available for the month.
Brand License refers to coverage related to Philips’ brand licensees.
July ‘13
Monthly Net Change (+/-)
276
274,901,000
498
513,121,000
-222
-238,220,000
54.9
69.3
-14.4
7.7
8.5
-0.8
42%
57%
-15%
68%
75%
-7%
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20. Example Algorithm & NPS
AMS by Top Markets
• Benelux yielded the highest
volume of coverage in Q4 by far,
with a strong AMS.
• APAC and North America had the
best quality of coverage, higher
than the quarterly average.
600
80
• Algorithm scores ranged from
-70 to 100, the majority of
which passive or promoter
articles.
• Conversion to NPS would
yield an average score of
“7.7,” on a 0 to 10 scale.
Volume
450
53,6
49,3
52,6
300
150
60
46,2
40
365
20
172
133
123
0
Algorithm Score
64,2
112
0
Volume
Algorithm Score
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21. Methodology – A1
• OneVoice uses a proprietary quality scoring system known as
the “algorithm.” Points are assigned based on the attributes of
the story:
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22. Methodology – A1
*
* See slide 65 for Strategic Messages for Evaluation
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23. Methodology – A1
*
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24. Strategic Messages for Evaluation – A2
Inclusion of Messages: (+25 points maximum)
The following are the strategic messages – 10 points for each message included:
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Health & Well-Being – Philips wants to become the leading company in Health and well-being. Philips is a global
company of leading businesses creating value through meaningful innovations that improve people’s health and wellbeing
Customer-Loyalty – Philips is a people-centric company that organizes around customers and markets to give people
what they want and need
Brand Value – Philips invests in a strong brand and consistently delivers on their brand promise of “sense and
simplicity”, in their actions, products and services
Innovative – Philips delivers meaningful innovations by investing in world class strengths in end-user insights,
technology, design and superior supplier networks
Employee-focused – Philips develops their people’s leadership, talent and engagement and strives to perform
according to high performance benchmarks
Global leadership – Philips continues to invest in high growth and profitable businesses and emerging geographies to
increase revenue derived from market leadership positions
Responsible & Sustainable – Philips is committed to sustainability and focus on making the difference in efficient
energy use
Financial Strength – Philips is a company that it is financially strong, with a solid balance sheet and an increasing
ability to generate solid levels of profitability
Long-Term Strategy/Value – Philips has a solid, sensible long-term strategy which over time will lead to growth, higher
profits and better shareholder returns and therefore represents a smart long-term investment
Messaging based directly from Philips Vision 2010 Strategy, KGRN Brandbuilder and Fortune’s Most Admired Companies. Coverage
does not have to contain exact message to be scored for that message – loose interpretations apply.
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25. Rijksmuseum
Strategy & Activation
Strategy:
Highlight the Philips and Rijksmuseum partnership and showcase
Philips leadership and expertise in LED lighting solutions
- Local to Global
(Lead) NL- consumer focused, locally relevant news
Group- high level, international news
- Campaign approach
- Pre-During-Post editorial calendar
- Live tweeting on location
- High quality visual assets disseminated across channels
Activation:
Multimedia news release
+ infographic
Twitter channels
@PhilipsNL
@PhilipsPR
@PhilipsLight
YouTube videos
Flickr collections
Vine video
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26. 2013 Group Management Commitment
Accelerate our growth and improve our performance…
1
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Meet 2013 objectives: 4-6% growth, 10-12% EBITA,12-14% ROIC
Increase brand preference by 3% and market shares by 0.3 points
Meet our EcoVision sustainability targets and improve the lives of 1.8 billion people in 2013
2
…by executing the Accelerate! transformation…
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Adopt a growth and performance culture that enables our people to take ownership and excel
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Drive speed, simplification and excellence through End2End customer value chains
Embrace customer centricity across the value chain to win in local markets
Execute BMC growth plans that are resourced-to-win, in direct partnership between Businesses
and Markets
Embed the Philips Business System in our systems, processes, and organization; reduce
complexity costs by €900M by end of 2013
…and progressing on our strategic priorities
3
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Build Healthcare, Lighting, and Consumer Lifestyle to global leadership performance
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Turn around underperformers
Improve our competitive position in China and other growth markets
Drive growth and enhance our portfolio through innovation leadership
Transform Philips into a “digital” company
Invest in building new growth opportunities
Final approval Supervisory Board on 5 December

27. GM&C Commitments 2013
… building, protecting and promoting the Brand
1
Accelerate our growth and improve our performance…
1. Launch the Brand in an inspiring and effective way to our employees,
2.
consumers, customers, key opinion leaders and communities in relevant
channels with the ultimate objective of driving Brand Preference
Embed the new brand in the organization with impact, driving change
management and ensuring the brand is at the heart of everything we do
2
…by executing the Accelerate! transformation…
1. Drive a growth and performance culture within GM&C that engages our
2.
talent and enables everyone to take ownership and excel
Increase the accountability and effectiveness of our integrated brand &
communications network and demonstrate our added value to
businesses and markets
3
……and progressing on our strategic priorities
1. Develop and deploy an effective integrated communication strategy to
2.
build Philips’ Innovation leadership position
Drive Philips to embrace digital communications, including capability
building, development and deployment of an integrated digital
communication strategy
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